Candidates we see are becoming increasingly fussy on where they work and who they work for. Some organisations already have a debatable reputation as employers in the market, and it is not unusual for candidates to specify who they would not work for based on these reputations.
A bad reputation as an employer is easy to get and really difficult to shed. Trust me, you don’t want to be that employer.
So, what is important to those “A” candidates? Well, there are the usual basics, but in our experience they fall into the following categories, in order of importance.
1. Clarity
Candidates want a clear and commonly understood picture of what their responsibilities and authorities are, what is expected of them, who they report to and what the business wants to achieve with their help. There are a number of more detailed elements to this, but at a high level this is probably the most important category for candidates. If it can’t be communicated crisply, there is a good chance the best candidates won’t be interested. They want to dive into a nice clear pool, not a mudbath.
2. Remuneration
This isn’t the top criteria in terms of more remuneration, but candidates do want to know they won’t be going backwards. They will happily move for the same or more remuneration, as long as their other requirements and wish-list elements are met. What makes up the remuneration varies considerably between candidates, so being able to be flexible about what makes up total rem is a definite plus when recruiting.
3. Tools
Candidates want to work with current tools: tools they are familiar with, but also tools that are emerging and can provide them with challenge and opportunities to develop new skills. Priority one is that the tools provided need to be fit for purpose, so outdated equipment and legacy software will not appeal.
4. Development path
“A” candidates want to know that their new organisation will work with them on development of skills and a career path, if that is what they want. It is important to consider that techs don’t always, or often, aspire to management or leadership roles. In many cases they want to stay on the tools and develop their skills. The important thing here is to have the capability to explore what candidates and staff want, and be able to demonstrate how that will be achieved.
5. Flexibility
Candidates look for and are attracted to roles where the organisation is able and prepared to be flexible on employment issues such as location, time and remuneration. Candidates find employers that are more interested in outputs than inputs very attractive. If a candidate gets the feeling that a potential employer is more interested in the clocking of hours than what is produced, they will not be motivated to join your team, especially when there are other organisations that are prepared to be flexible in exchange for productivity. Organisations and managers need to consider how they can be flexible, and how that can be communicated to staff and candidates.
6. Reputation
This has already been mentioned and should probably be higher in the order. Employers note: you DO have a reputation in the market and, given the size of our market, it is very easy for potential employees to find out what that is. People are not attracted to organisations that behave in an unethical manner with staff, have a high staff turnover or are known for providing poor service through underpaid staff. Recommendation: think about how you might measure your reputation in the market.
7. Culture
This gets tough, in that so many of these could or should be number one on the list, and certainly organisational culture is right up there. Candidates are looking for organisations that have values-based cultures, are known for being trustworthy and ethical, treat their staff and clients with dignity and respect, have fun in the office and provide a generally healthy and social environment in which to work. Good physical working environments are an important part of this, but more important are the people-culture elements.
8. Induction
This is where the old cliché “last but not least” gets rolled out. The more astute candidates will actually ask what the induction plan is, but for others, being told that there actually IS an induction plan, and seeing what it looks like, will be a huge plus. It speaks volumes of an employer who is organised, thorough and wants its employees to start on the right note and continue in that manner.
Induction plans are continually evolving documents, and the best people to have input into improving them are the new people who have just been through it. Think structure: what will happen on days one through five and weeks one through four, so new employees know what to expect. Remember to include health and safety.
A bad reputation as an employer is easy to get and really difficult to shed.
So, that’s what I think good IT candidates are looking for. If you would like help with any of this, or would just like to discuss any elements of it, please don’t hesitate to contact us.
